beschikbaar?

TIP: soortgelijke CVs vinden

Interim manager

Work Experience

CEO/Senior executive with significant international general management experience, including P&L responsibility for a $750 million company. Results oriented and customer focused, with a reputation for profit achievement, team building, robust communications skills, and the ability to create and lead change in multi-cultural environments. A strong track record of successes in various leadership areas, including:
Marketing/Sales Manufacturing Operations Information Technology
Organizational Change Logistics/Inventory Management Human Resources
Finance Public Affairs Legal Issues
Acquisitions/Divestitures Global Perspectives Turnaround Management

PROFESSIONAL EXPERIENCE

ALGHANIM INDUSTRIES 2001-2003
Kuwait’s largest privately held enterprise (). Alghanim’s 19 businesses include Consumer Electronics Retail Mega stores; General Motors Distributorship; Fast Moving Consumer Goods businesses in the food industry; Technology Group; Air Conditioning sales, installation and service business for residential and construction industry; Pre-Engineered Steel building construction; insulation manufacturing; Financial Services; Travel and Transportation Group; and a full-service Advertising Agency.

CEO/Managing Director of the Alghanim Group of Companies 2001-2003
Based in Kuwait City with full operational responsibility for top to bottom line performance of all businesses. Responsibilities include all of those required of the top leader/manager in a 5,500-employee fast moving, rapidly changing conglomerate. Accomplishments include a new focus on growth and profitability with tangible results over 2 ½ years: Revenue increased 45% and profits 100%. Strong emphasis was placed on new the development and implementation of fresh, new strategies and a focus on organizational development.

EASTMAN KODAK COMPANY 1973 - 2000
The world’s leading manufacturer, distributor and marketer of traditional silver halide and digital imaging products and services.

President and General Manager, International Wholly-owned Subsidiaries 1983 - 2000
Kodak Nordic Region, 1997 - 2000
A $275 million 600-employee region comprised of Sweden, Finland, Norway, Denmark, the Baltic republics, Kaliningrad and Iceland. Assigned specifically to drive fundamental cultural and organizational change to reposition this region as a consistently profitable, faster moving organization.



• Streamlined the Nordic infrastructure, reducing administrative costs from approximately $19 million in 1996 to $11 million in 2000. Reduced headcount from 132 to 82, while maintaining productivity, in the same time interval.
• Sold three subsidiary headquarters buildings, which reduced the asset base by $7 million and generated over $20 million in profits.
• Standardized PC equipment and applications resulting in annual savings in excess of $150K.
• Proactively negotiated restructurings, divestitures, and acquisitions with union representatives and workers’ councils in various countries which successfully pre-empted work slow downs, stoppages and strikes.
• Opened five new offices, closed one major photofinishing laboratory, and sold one retail chain, which reduced operating and film processing costs while maintaining customer service, and modernized and refocused the organization.
• Divested three major business units and acquired a new one as “transfers of undertakings” under EU regulations. Resolved complex legal, human resource, accounting, and IT issues on time and under budget.



Kodak Mexico, 1992-1997.
A $400 million sales and 4000 employee marketing and multi-site manufacturing operation. Assigned to grow the top line, increase profitability, improve market share, and restructure and integrate the marketing and manufacturing divisions.
• Gained 10 points of market share for consumer films and 5 points for photo finishing, increasing revenues by $35 million, by enhancing customer focus and service, introducing “on-site” photofinishing, and initiating new promotional strategies.
• Sold subsidiary headquarters building which reduced the asset base by $3 million and generated one time profits in excess of $13 million.
• Negotiated with unions to replace a costly profit sharing plan with a pay-at-risk plan, successfully transforming an entitlement culture to a performance based culture.
• Consolidated 10 legal entities into one, generating an NPV of $700K and creating greater efficiencies and productivity.
• Successfully led and managed the business through the 1994 peso devaluation and ensuing financial crisis. Held market share and restored dollar profitability during this challenging period.
• Supervised hedging $25 million of accounts receivable against currency devaluation in Mexico.
• Generated a 70% employee satisfaction approval rating on independent surveys which was among the highest in the entire corporation.
• Increased finished goods inventory turns from 4 to 9 times per year and reduced inventory investment by more than $35 million.
• Served as President of the American Chamber of Commerce of Mexico with 3000 member companies.

Kodak Puerto Rico, 1989-1991
An $80 million 400 employee operation that included Puerto Rico, Panama, Central America, the Caribbean, and two South American countries. Assigned to merge the Central American and Caribbean distributor network and to open a new sub-regional office in Miami.

• Developed acquisition strategy and negotiated the successful and profitable $6 million purchase of the leading Puerto Rican retail photofinishing chain with annual sales of $17 million.
• Installed one of the first token rings in Latin America which increased office productivity.
• Reduced operating costs through a restructuring program that restored the company to profitability.
• Initiated a profitable co-promotion with Walgreen’s Drug Stores that became a model for future marketing programs worldwide.

Kodak Panama, 1986-1989
Responsible for Central America and three South American distributor countries.
• Protected Kodak’s investment in Panama during the highly volatile Noreiga crisis which included a 60 day bank holiday. Restructured the organization during this period and maintained profitability throughout.
• Successfully lobbied the US government for relief from the trade sanctions imposed against the Noreiga regime.
• Successfully resolved a dispute between two distributors that ultimately enabled Kodak to have complete market dominance for two years.


Kodak Peru, 1983-1985.
• Initiated programs which turned around company financial loses and generated a positive earnings swing of $600K on a sales base of $9 million.


Other Kodak Positions 1973 - 1982

Finance and Administrative Manager, Kodak Venezuela 1981 - 1982
Systems and Logistics Manager, Kodak Brasileira 1976 - 1980
Inventory Planner, Kodak Rochester 1973 - 1976

AIGLON INDUSTRIES, INC.

Finance Manager 1973

EASTMAN KODAK COMPANY 1970 - 1973

Supervisor, Order and Billing Department 1972 - 1973
Cost Accountant 1970 - 1972


UNITED STATES MARINE CORPS 1968 - 1970
Captain, Inventory Control Point, Philadelphia, Pa. 1969 - 1970
Executive Officer, Marine Detachment, USS Kitty Hawk 1968 - 1969

EDUCATION

MBA, The Wharton School, University of Pennsylvania, 1967
BS in Commerce, Washington & Lee University, 1966






PROFESSIONAL AND TECHNICAL SKILLS

Fluent in English, Spanish, some Portuguese

Microsoft Word • Excel • PowerPoint • E-mail • Internet

PROFESSIONAL DEVELOPMENT

• Leadership Development Program – conducted by the Center for Creative Leadership, Greensboro, North Carolina.
• Kodak Management Program – an intensive, two week course for mid-management.
• “Challenge of Change” Seminars – participated and facilitated several 2-3 day courses on organizational change.
• Numerous 2-3 day courses on a wide range of subjects: “Becoming a Market-focused Organization;” “Economic Value Added (EVA);” “Customer Value Propositions;” “Team Building;” “Cultural Diversity;” “Goal Setting;” etc.

Education

See CV above

 beschikbaar?